Strategic International Human Resource Management: Choices and Consequences in Multinational People ManagementGiven the rise of globalization, companies increasingly need to adopt an international human resource management (IHRM) strategy. "Strategic International Human Resource Management" discusses all the elements that make up the IHRM portfolio. It considers the consequences of international cultures on employee performance and welfare and explores the consequences (such as diversity issues) of the various employee resourcing options, for example: hiring local staff vs. international appointments. It also examines training and development in an international environment and the complexities of multinational reward management practice. Drawing on practical experiences from around the world, this book demonstrates how to design and implement a human resource strategy within the context of an overall business strategy for global expansion. This second edition looks at the trends and managerial priorities that look set to influence decision-making in SIHRM in the coming decade. It is formerly published as, "Globalization - The People Dimension".Discussing the international human resource management strategy, this book considers the consequences of international cultures on employee performance and welfare, and the consequences of employee resourcing options. It also examines training and development in an international environment and the multinational reward management practice. |
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alternative applied approach assignment associated attention become benefits capital career chapter choices communication competencies consequences consider consideration context continued corporate cost culture decision economic effect employee employment relations environment example expatriate expected experience face factors foreign given global governance groups host human Human Resource Management identified impact important individual influence initiatives institutional interests international assignment internationally investment involved issues knowledge labour language learning living locally London managerial ment mobile multinational operations organization organizational orientation particular perceived performance potential practice production refers reflect regional relationship representatives resource response result reward role selection skills social strategy stress success theory tion trade transfer understanding unions United workforce
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Page 231 - The employment relationship and the field of industrial relations', in Edwards, P.
References to this book
The Accountable Leader: Developing Effective Leadership Through Managerial ... Brian Dive Limited preview - 2008 |